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1. What is an Organization and what is Management
2. Understanding Personnel Management & HRM functions
3. Comparison between Personnel Management and HRM
4. Manpower Planning and Job Analysis
5. Recruitment and Induction
6. Performance Appraisal
7. Training and Development
8. Compensation and Reward Management
9. Career Planning and Succession Planning
10. Work Motivation
11. Human Resources Information System (HRIS)
12. Quality of Work Life
13. Organizational Development
14. Management of Organizational Change
15. HRM Strategies for long-term growth
16. Productivity and HRM
 :ooks to be Read for Human Resource Management

1. Human Resource Management- P.Subba Rao

2. Personnel Management- C. :.Mammoria
3. Human Resource Management-Dessler (Prentice Hall)
4. Personnel/ Human Resource Management-DeCenzo & Robbins(PHI)
5. Human Resource Management- D.K. :hattacharya(Excel)
6. Human Resources Management- VSP Rao (Excel)
7. Managing Human Resource-Gomez(PHI)
8. Personnel Management-Edwin Flippo
9. Human Resource Management- :ohlander & Snell
10. Organizational Development- French & :ell (For O.D.only)
11. Managing Human Resources- Monappa
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1.WHAT IS AN ORGANIZATION?
(a) What are its features?

(b) Which is its core function?

(c ) How does this core function perform its activities?
(d) What is the essence of the core function?
(e) What resources does the core function utilize?
(f) Which resource is the most important?
(g) Does the Organization have a context? What is it?
  

Main task of Management is getting things done through and with people
Main job of Management is Economic Performance:
The sub-functions of Management are:
1. Managing the :usiness
2. Managing Managers
3. Managing Worker and Work
4. Managing Time

Definition of Management:
³Management is the process of designing and maintaining an
environment in which individuals, working together in groups,
efficiently accomplish selected aims.´
  

The various dimensions of Management include:

‡ Managers carry out the functions of Planning, Organizing, Staffing,

Leading, and Controlling.
‡ Management applies to any form of organization
‡ It applies to managers at all organizational levels
‡ The aim of all managers is the same: to create a surplus
‡ Managing is concerned with productivity; this implies effectiveness
and efficiency.
 MANAGEMENT FUNCTIONS
a  function determine an organization¶s objectives
and establish the appropriate strategies for achieving those
objectives

a  function creates a structure of task and authority

relationships that serves this purpose

a  function requires three elements

(a) Established standards of performance
(b) Information that indicates deviations between actual and
the established standards
(c )Action to correct performance that does not meet the
standards
 MANAGEMENT FUNCTIONS
‡ ± function is the management of the human resource
including recruiting, appraising, training and developing,
motivating and separating.

a  function is the process that integrates the functions as

planning, organizing, and controlling
 a
a





a  determines =
 results the organization will

achieve
a  specifies = the results will be achieved
a  determines =   the results are achieved
a Through planning,organizing and controlling, managers
   
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2. A LOOK AT THE PERSONNEL MANAGEMENT

FUNCTION
(a) The definition as described by IPM
(b) The definition as described by Edwin Flippo
3. ANALYSIS OF THE PM FUNCTION
4. UNDERSTANDING HUMAN RESOURCES
FUNCTION
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Definition of PM- Institute of Personnel Management (IPM) 1963

³Personnel Management is the responsibility of all those who

manage people, as well as being a description of the work of
those who are employed as specialists.It is that part of
management which is concerned with people at work and with
their relationships within an enterprise. Personnel Management
aims to achieve both efficiency and justice, neither of which can
be achieved without the other. It seeks to bring together and
develop into an effective organization the men and women who
make up an enterprise enabling each one to make his best
contribution to its success as an individual and as a member of a
working group. It seeks to provide fair terms and conditions of
employment, and satisfying work for those employed.´
  
Edwin Flippo
µPersonnel management is the planning, organizing, directing, and
controlling of the procurement, development,compensation, integration,
maintenance, and separation of the human resources to the end that
individual, organizational, and societal objectives are accomplished.¶

Planning Procurement Individual
Organizing Development Organizational
Directing Compensation Societal
Controlling Integration
Maintenance
Separation
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1. RECRUITMENT MAN
- textile and jute mills required unskilled in large numbers
- recruitment on daily basis- badli workers
- systematic records
2. LA:OUR MAN
- tough person for dealing with unskilled workmen
- also their union leaders
3. INDUSTRIAL RELATIONS MAN
- dealing with union representatives
- manipulating them
- ensuring the organization needs are met
 Ò    

4. LEGAL MAN

- Plethora of labour legislations

- dealing with Industrial Disputes in the various courts
- liaisoning with legal advisors and court authorities
5. WELFARE MAN
- Section-49 man
- various responsibilities laid down
-fulfilling them and satisfying the various authorities
  
  

 

Rec.-M Labour-M IR-M Legal-M Wlf.-M Admn.-M

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÷
   ± 
1920-30 Welfare management Clerical Welfare Administrator,
Paternalistic policies Policeman

1940-60 Expanding the role to Administr Appraiser

Labour Welfare, I. R., & ative Advisor Mediator
Personnel Admn Legal Advisor
1970-80 Efficiency, effectiveness Develop Change agent,
dimensions added mental Integrator
Emphasis on human Trainer,
values, aspirations dignity, Educator
usefulness
1990s Incremental productivity, Proactive, Developer, Counselor
gains through human growth- Coach,Mentor,Problem
assets oriented Solver
2000 Centrality of Role Strategic Partner in Top Mgt.
onwards
  

!"#$

³ Personnel Management is workforce- centered, directed mainly at

organization¶s employees; finding and teaming them, arranging for them
to be paid, explaining management¶s expectations, justifying
management¶s actions, satisfying employees work-related needs, dealing
with their problems and seeking to modify management action that could
produce unwelcome employee response. Although indisputably a
management function, personnel management is never totally identified
with management interests, as it becomes ineffective when not able to
understand and articulate the aspirations and views of the workforce.´
  

!"#$

³ Human Resources Management is resource-centered, directed

mainly at management needs for human resources( not
necessarily employees) to be provided and deployed. Demand
rather than supply is the focus of the activity. There is greater
emphasis on planning, monitoring and control, rather than
mediation. Problem- solving is undertaken with other members
of management on human resources issues rather than directly
with employees or their representatives. It is totally identified
with management interests, being a general management activity,
and relatively distant from the workforce as a whole.´
  
Objectives of HRM-
1. To Help The Organization Reach Its Goals

2. To Employ The Skills And Abilities Of The Workplace Efficiently

3. To Provide The Organization With Well-trained And Motivated

Employees

4. To Increase To The Fullest The Employee¶s Job Satisfaction And

Self-actualization

5. To Develop And Maintain A Quality Of Work Life

6. To Communicate HR Policies To All Employees

7. To Help Maintain Ethical Policies And :ehavior